Kaizen Teams

Dropdown

Table of Contents

Time to read

·

12

Published on

·

August 26, 2026

Last updated on

·

August 26, 2026

Elena Rivero, People Care & Hiring at Kaizen Softworks

Elena Rivero

Child-free with a PhD in stroller brands

People Care & Hiring

About Us

About Us

Project Management

Project Management

Why adding people doesn't always fix a struggling team

Published on

·

August 26, 2026

Last updated on

·

August 26, 2026

Time to read

·

12

Elena Rivero, People Care & Hiring at Kaizen Softworks

Elena Rivero

People Care & Hiring

When a client asks to hire someone new, a common reaction is to open a search. There's more work, more pressure, and new features to build. It seems like the obvious thing to do.

But in our experience working with software development teams, the problem often isn't a lack of people. The problem is knowledge concentrated in too few people, unclear team roles, slow onboarding, or temporary demand.

The question worth asking isn't who can fill the position, but what would help the team work better. That points to one of three answers: hire, don't hire, or build the capability from within. Figuring out which one applies, and why, is the real work before opening a search.

What you should ask before assuming you need someone new

Hiring works when three conditions are met: the need will last, no one on the team has the capacity to take it on, and the team can onboard someone well. That last condition is easy to overlook. A team can have a real, lasting gap and still not be ready to bring someone in if no one has the time to guide them.

The risk comes from jumping straight from "there's more work" to "we need someone" without checking what's causing the pressure. It's easy to turn a request into a list of requirements (X years of experience, a specific technology, advanced English) and start the search. The real cause is often something else: a project that grew too fast, a tech lead with no time to onboard new hires, processes that stopped scaling, or a team that lost key people and needs to recover knowledge before adding headcount.

That's why, before thinking about who could fill the role, we ask these questions:

  • What outcome is the client trying to achieve?
  • What's happening on that team today?
  • What specific problem is this hire meant to solve?
  • Does adding a person solve that problem?
  • Is there someone on the team who could take this on?
  • Are there other, less obvious alternatives?

When the answers confirm the need will last, the current team can't cover it, and the team has the capacity to onboard someone, hiring is the right call: opening the search fills a gap the team can't close internally.

Does the problem need someone new to fix it?

Not hiring is the right call when the problem behind the request is temporary, or when it will resolve before the new hire finishes onboarding. Recommending against a hire may sound unusual for a company that offers staff augmentation, but our job as a strategic partner is not to maximize every opportunity but to recommend the best decision for the client. Depending on what's actually going on, the fix can look like:

  • An internal rotation: moving someone with spare capacity into the gap.
  • Reorganizing responsibilities across the team instead of adding a seat.
  • Hiring a different profile than the one originally requested.
  • Combining two roles into one instead of opening two searches.
  • Waiting a few weeks, when the project context is about to change on its own.

Is a temporary increase in workload a good reason to hire?

This happened on a project with a long onboarding period. The initial request seemed clear: hire a mid-level developer. There was work and budget available. But when we spoke with the team, we found that the workload increased because one team member had been temporarily reassigned to another sub-team. Before moving forward, we considered what would happen when that person came back.

The client's system was complex: any new hire needed several months to understand the business, the architecture, and the platform before they could contribute independently.

The problem justifying the hire was going to disappear, but the new hire wouldn't. By the time that person had enough context, the need that started the search would no longer exist.

We recommended against moving forward, even though there was budget to add someone. The client avoided an unnecessary hire and months of onboarding for a problem that was already resolving itself. Sometimes the best answer is to wait a few weeks; other times, it's reorganizing the team or developing internal talent.

How can you build team capability without hiring?

Build capability internally when the team already has product context but lacks a specific skill. Developing that skill internally can be faster than waiting for someone new to reach the same level of context.

More people doesn't always mean more capacity. Onboarding a new hire takes time from the people already on the team: explaining the business and the architecture, reviewing their work, and building trust. That's why, during the first few weeks, a team can become less productive while it onboards someone new. Complex projects can include years of technical decisions and undocumented knowledge. New hires still need time to learn that context.

Should you hire a specialist or train someone on your team?

A client needed a senior SQL Server specialist. That niche skill set made the role difficult and expensive to fill. We started the search and interviewed candidates, but the deeper issue became clear quickly: the real challenge on the project wasn't SQL Server. It was understanding a product shaped by years of evolution, multiple applications, and complex business logic.

The right person to develop that expertise was already on the team. Instead of hiring someone with deep SQL Server expertise, the client supported that team member in building the SQL Server skills the project needed. That person had business knowledge, motivation, and a much shorter learning curve than an external hire would have had. An outside specialist provided targeted support when needed.

The team gained SQL Server expertise without losing months waiting for a new hire to learn the product first. The person who took on SQL Server gained a valuable new skill without stepping away from the other work they were doing on the project.

A team's capacity depends on how its people complement each other, what knowledge they share, and what autonomy they've developed, not just on headcount. A team of ten people who are aligned, with shared context and autonomy, can generate more value than a team of fifteen where much of the time goes into onboarding new hires.

Should you hire, wait, or develop the skill internally?

Scenario Signal What to do
Hire The need will last, no one on the team can cover it, and the team can onboard someone well Open the search for a clearly defined role
Don't hire The problem is temporary or resolves before onboarding finishes Wait, reorganize the team, or cover the gap another way
Build internal capability Missing specific expertise, not people; someone already has the business context Develop the skill internally, with targeted outside support if needed

What questions do we ask first?

  1. What specific problem are we trying to solve?
  2. Will the need still exist after the person has been hired and onboarded?
  3. Is there someone on the team who could cover it?
  4. Do we have the capacity to onboard someone well?
  5. Is the problem a lack of people, or is it caused by unclear roles, missing product knowledge, slow onboarding, or a temporary increase in workload?
  6. What impact will this hire have six months from now?
  7. If we couldn't hire today, what other option would we explore?
  8. What higher-priority work would someone on the team have to stop doing to cover this need?

Wait to open a search when the team can't define the problem, confirm the need will last, or support onboarding. Clarify those points first.

If you're weighing this decision with your own team, let's talk about whether to hire, reorganize, or develop someone already on the team.

When a client asks to hire someone new, a common reaction is to open a search. There's more work, more pressure, and new features to build. It seems like the obvious thing to do.

But in our experience working with software development teams, the problem often isn't a lack of people. The problem is knowledge concentrated in too few people, unclear team roles, slow onboarding, or temporary demand.

The question worth asking isn't who can fill the position, but what would help the team work better. That points to one of three answers: hire, don't hire, or build the capability from within. Figuring out which one applies, and why, is the real work before opening a search.

What you should ask before assuming you need someone new

Hiring works when three conditions are met: the need will last, no one on the team has the capacity to take it on, and the team can onboard someone well. That last condition is easy to overlook. A team can have a real, lasting gap and still not be ready to bring someone in if no one has the time to guide them.

The risk comes from jumping straight from "there's more work" to "we need someone" without checking what's causing the pressure. It's easy to turn a request into a list of requirements (X years of experience, a specific technology, advanced English) and start the search. The real cause is often something else: a project that grew too fast, a tech lead with no time to onboard new hires, processes that stopped scaling, or a team that lost key people and needs to recover knowledge before adding headcount.

That's why, before thinking about who could fill the role, we ask these questions:

  • What outcome is the client trying to achieve?
  • What's happening on that team today?
  • What specific problem is this hire meant to solve?
  • Does adding a person solve that problem?
  • Is there someone on the team who could take this on?
  • Are there other, less obvious alternatives?

When the answers confirm the need will last, the current team can't cover it, and the team has the capacity to onboard someone, hiring is the right call: opening the search fills a gap the team can't close internally.

Does the problem need someone new to fix it?

Not hiring is the right call when the problem behind the request is temporary, or when it will resolve before the new hire finishes onboarding. Recommending against a hire may sound unusual for a company that offers staff augmentation, but our job as a strategic partner is not to maximize every opportunity but to recommend the best decision for the client. Depending on what's actually going on, the fix can look like:

  • An internal rotation: moving someone with spare capacity into the gap.
  • Reorganizing responsibilities across the team instead of adding a seat.
  • Hiring a different profile than the one originally requested.
  • Combining two roles into one instead of opening two searches.
  • Waiting a few weeks, when the project context is about to change on its own.

Is a temporary increase in workload a good reason to hire?

This happened on a project with a long onboarding period. The initial request seemed clear: hire a mid-level developer. There was work and budget available. But when we spoke with the team, we found that the workload increased because one team member had been temporarily reassigned to another sub-team. Before moving forward, we considered what would happen when that person came back.

The client's system was complex: any new hire needed several months to understand the business, the architecture, and the platform before they could contribute independently.

The problem justifying the hire was going to disappear, but the new hire wouldn't. By the time that person had enough context, the need that started the search would no longer exist.

We recommended against moving forward, even though there was budget to add someone. The client avoided an unnecessary hire and months of onboarding for a problem that was already resolving itself. Sometimes the best answer is to wait a few weeks; other times, it's reorganizing the team or developing internal talent.

How can you build team capability without hiring?

Build capability internally when the team already has product context but lacks a specific skill. Developing that skill internally can be faster than waiting for someone new to reach the same level of context.

More people doesn't always mean more capacity. Onboarding a new hire takes time from the people already on the team: explaining the business and the architecture, reviewing their work, and building trust. That's why, during the first few weeks, a team can become less productive while it onboards someone new. Complex projects can include years of technical decisions and undocumented knowledge. New hires still need time to learn that context.

Should you hire a specialist or train someone on your team?

A client needed a senior SQL Server specialist. That niche skill set made the role difficult and expensive to fill. We started the search and interviewed candidates, but the deeper issue became clear quickly: the real challenge on the project wasn't SQL Server. It was understanding a product shaped by years of evolution, multiple applications, and complex business logic.

The right person to develop that expertise was already on the team. Instead of hiring someone with deep SQL Server expertise, the client supported that team member in building the SQL Server skills the project needed. That person had business knowledge, motivation, and a much shorter learning curve than an external hire would have had. An outside specialist provided targeted support when needed.

The team gained SQL Server expertise without losing months waiting for a new hire to learn the product first. The person who took on SQL Server gained a valuable new skill without stepping away from the other work they were doing on the project.

A team's capacity depends on how its people complement each other, what knowledge they share, and what autonomy they've developed, not just on headcount. A team of ten people who are aligned, with shared context and autonomy, can generate more value than a team of fifteen where much of the time goes into onboarding new hires.

Should you hire, wait, or develop the skill internally?

Scenario Signal What to do
Hire The need will last, no one on the team can cover it, and the team can onboard someone well Open the search for a clearly defined role
Don't hire The problem is temporary or resolves before onboarding finishes Wait, reorganize the team, or cover the gap another way
Build internal capability Missing specific expertise, not people; someone already has the business context Develop the skill internally, with targeted outside support if needed

What questions do we ask first?

  1. What specific problem are we trying to solve?
  2. Will the need still exist after the person has been hired and onboarded?
  3. Is there someone on the team who could cover it?
  4. Do we have the capacity to onboard someone well?
  5. Is the problem a lack of people, or is it caused by unclear roles, missing product knowledge, slow onboarding, or a temporary increase in workload?
  6. What impact will this hire have six months from now?
  7. If we couldn't hire today, what other option would we explore?
  8. What higher-priority work would someone on the team have to stop doing to cover this need?

Wait to open a search when the team can't define the problem, confirm the need will last, or support onboarding. Clarify those points first.

If you're weighing this decision with your own team, let's talk about whether to hire, reorganize, or develop someone already on the team.

Related Articles

View all articles

·

Aug 14, 2026

Running synthetic users into Claude Code

A synthetic user research framework, turned into a Claude Code plugin that runs automated UX tests with AI agents, step by step.

12 read time

Read more

A synthetic user is a constrained AI decision agent defined by twelve fields, from functional role and context to assumptions and abandonment rules.

In the previous post I built an early, working implementation, and the next question was whether the same rules could hold up in a repeatable, automated test.

This post is that next step: how I turned the framework into a Claude Code plugin, and the technical decisions behind adapting methods designed for people into something an AI can execute without cheating.

Why “find the usability issues” is not enough

Give a model a URL and ask it to “find the usability issues.” It works halfway. And the “halfway” is the interesting part, It gives you a generic list, correct in the abstract, useless in practice.

A usability issue matters because of who encounters it and under what conditions.

Using an app from bed is not the same as using it on a factory floor. Urgency changes, lighting changes, attention changes, previous knowledge changes. The same confusing button can be irrelevant to a power user and an abandonment point for an operator wearing gloves.

The whole design comes from that observation: the AI does not evaluate the interface. It acts as a specific person in front of the interface.

The person brings the context with them. And the context turns a list of defects into a list of priorities.

Anatomy of a simulation

An orchestrator controls the browser through Playwright MCP. It reads each screen as an accessibility snapshot: text, roles, states, no guessing pixels. Then it acts on specific elements.

The decision on each screen is made by an isolated subagent, which returns a JSON for each step:

{

  "action": "...",

  "clarityLevel": "High|Medium|Low",

  "doubtDetected": true,

  "reason": "...",

  "abandoned": false,

  "estimatedTimeSeconds": 40,

  "emotionalState": "...",

  "memory": "..."

}

Two rules make this look more like a person and less like an oracle.

1. The evaluator never sees the end.

The evaluator receives one screen at a time, without knowing how many are left or what comes next in the flow.

If the interface leaves room for a mistake, the synthetic user makes the mistake. It clicks where a person would click, not where it is convenient to click in order to complete the test. This is where the framework’s forbidden assumptions live. The agent cannot assume backend logic or mentally complete what the screen does not show.

2. Emotion is memory, not decoration.

The memory field travels from one step to the next. The emotional state is inherited and accumulates. A frustration +1 persists. This detects something that is structurally invisible to any test that evaluates screens separately.

Screen five does not necessarily fail because of screen five. It fails because the user gets there with accumulated frustration.

Evaluated alone, that screen passes. Evaluated by someone carrying three doubts and one broken promise, it triggers abandonment. In the first post, I wrote that doubt is not failure. It is the signal that reveals structural friction.

Emotional memory is that idea turned into architecture.

Eight subagents, one job each

Each subagent gets a clean context. It knows the minimum required to do its job.

That ignorance is deliberate.

The agent acting as the user does not know what the orchestrator knows. It cannot compensate for bad design with knowledge a real person would not have.

Subagent

What it does

Subagent What it does
synthetic-screen-evaluator Acts as the user on one screen and returns the JSON for that step
synthetic-flow-synthesizer Reads the complete run and writes the report. It never simulates again
synthetic-profile-generator Generates a complete profile from an approved spec, choosing from a controlled vocabulary
synthetic-autopilot-synthesizer Consolidates N runs and classifies findings by convergence across users
heuristic-persona-generator Creates the 3 persona raters based on the business being evaluated
heuristic-expert-evaluator Detects violations of the 10 heuristics using forced enumeration
heuristic-persona-rater Scores each finding from the experience of ONE persona. It runs ×3
heuristic-report-synthesizer Builds the final report using the already computed numbers

Adapting a human test: the heuristic evaluation

A textbook heuristic evaluation uses three to five human evaluators because each human finds different problems.

My first experiment was literal, and it went meh.

I iterated until I reached two synthetic detection runs with different agents, coverage was extremely high, but it exposed another problem: an unmanageable list. Dozens of valid issues, very few important ones.

The final design separates those two jobs.

1. An expert finds violations.

Based on Nielsen’s literature, an expert goes through each screen and is forced to produce a verdict for every heuristic: 

  • Violation
  • Clean
  • Not observable

Each verdict includes textual evidence from the snapshot, forced enumeration breaks the habit of reporting only the things that stand out.

2. Three synthetic personas decide what matters based on what they bring with them: context, emotions, urgency, and constraints.

Three synthetic personas are generated according to the business being evaluated: 

  • power user
  • average user
  • low digital literacy

They score the findings without seeing the expert’s conclusions. The same issue can matter very differently depending on what each persona brings to it.

The formula is business impact × usability impact, with agreement between personas as the tiebreaker.

This keeps issue detection and user impact as separate jobs: the expert identifies the violations, and the personas help determine which ones deserve attention first.

Three modes, and a tool for building users

The plugin currently has three modes.

simulation-run (custom)

You build a profile field by field in the Synthetic User Builder, the tool I built to materialize the framework.

First come the attributes: 

  • Role in relation to the product
  • Boundaries
  • Initial emotional state
  • Context
  • Forbidden assumption

Only after that, and separately, comes the task.

The profile describes how someone decides, never what they have to do. That is why the same profile can be reused across tests.

simulation-auto (inferred)

You only give it the URL.

It researches the business, infers the typical roles, proposes users with tasks, and you adjust that proposal in natural language before anything runs.

heuristic-test (inspection)

The heuristic test described above, for one screen, one flow, or the entire site.

Everything run becomes a file

Every run leaves Markdown artifacts inside the project:

user-simulation-tests/

├── simulation/

│   ├── profiles/    ← users: the .md used for simulation + a .builder.json

│   │                   that can be imported back into the Builder and edited manually

│   └── results/     ← one report per run + the consolidated report from auto mode

└── heuristic/

    ├── personas/    ← the 3 raters + business research, reused across runs

    └── results/     ← reports with the prioritized findings table

Simulation reports include the full step by step flow, the emotional arc, risks, and a single “Fix this first.”

The consolidated report classifies findings by convergence: did one user suffer from this, or did all of them?

The decision to keep everything as accumulating .md files is strategic.

These are different runs, using different lenses, that can be analyzed together later, crossing heuristic violations with simulated emotions answers something no individual test gives us:

Of everything that is wrong, what actually matters?

Models and costs

What worked for me for the synthesis subagents:

  • For reports, consolidation, and the heuristic expert, the best available model makes sense. That is where the judgment lives.
  • For the screen evaluator, a medium and fast model is enough. There are many short, constrained calls, and the profile already restricts the decision.
  • The raters are the lightest case.

A complete run consumes between 100k and 400k tokens, depending on the model and mode, in around 20 minutes.

That is the cost of a test that previously required coordinating the schedules of three professionals, and that can now run against every iteration of the product.

See it in action

Here's a complete run against our site, kzsoftworks.com: a skeptical "Business Leader" profile, five live browser steps, and a full Markdown audit in under three minutes that names the exact moment the executive persona lost trust.

It is still early, but it already runs

Every rule in the framework became an architectural constraint: clean context, one screen at a time, emotional memory, forbidden assumptions.

The plugin is open source: github.com/PabloManzoni/user-simulation.

Three commands, and the inferred mode only needs your URL.

If you try it and your synthetic user abandons on screen three, you already know what it means:

It is not failure. It is the signal.

·

Aug 14, 2026

What are the risks of Generative UI in production?

Generative UI can adapt interfaces to each user, but it adds risks around reliability, latency, cost, security, and accessibility. Learn the architecture that keeps those risks under control.

12 read time

Read more

Generative UI assembles the interface around what each user is trying to do, instead of showing everyone the same fixed screen. That flexibility comes with real considerations: keeping the experience consistent, secure, and easy to support once it's live. This post covers what generative UI is worth building for, what it costs, and how teams keep it under control.

Generative UI works best when the experience is dynamic, but the system behind it stays tightly controlled.

Start by defining which parts of the interface can change, which cannot, and what must be validated before anything reaches the user.

TL;DR

  • Interfaces can adapt to user context, support more variations without designing every screen by hand, and reduce unnecessary steps in a workflow.
  • The trade-offs include inconsistent experiences, unreliable or unsafe output, added latency and infrastructure cost, and harder analytics and debugging.
  • Better prompting can reduce unwanted behavior, but it cannot guarantee reliability, security, or consistency. Those controls need to exist around the model: a stable interface shell, a closed component catalog, validation of model output, session-level logging, and model routing with fallback options.
  • Every control introduces a trade-off. No architecture maximizes flexibility, reliability, privacy, performance, and cost at the same time.

What does generative UI make possible?

Interfaces that adapt to context

The interface can adapt to what a person is trying to do instead of relying only on a persona defined at design time. Steps can reorder or disappear based on intent. It can change how much information it shows and what it emphasizes. Copy can adapt to the user's locale and context instead of relying on literal translation.

More interface variations with less custom development

A small set of components can support many variations without designing each screen separately. The system can also support workflows the team did not design as individual screens, as long as the required components and actions already exist.

Fewer steps between intent and action

The interface can hide controls a task does not need, reducing the number of steps required to complete it. Generative UI can also help teams test different ways of presenting the same task. Whether that improves completion or conversion depends on the workflow.

What can go wrong with generative UI?

Experience consistency risks

When layouts change between users or sessions, they can break muscle memory and make support harder. They can also drift from the design system or disrupt accessibility patterns that depend on consistent structure.

Reliability and security risks

The system should not trust model output by default. A model can render a button that does nothing, display fabricated data in a component, or produce a state the team never tested. Prompt injection can push it toward components, content, or actions the system should not allow. Weak controls can expose sensitive data or allow actions and interface states the product should block.

Performance and infrastructure risks

A generative interface also inherits the model layer's latency, cost, and availability risks. Waiting on an LLM to generate a layout adds delay before a page renders. Each generation uses processing resources, and hosted models usually add usage-based cost. Relying on one provider also exposes your product to outages, API changes, price increases, and deprecations.

Analytics and debugging risks

Standard analytics often assume a fixed set of screens. Heatmaps and funnels become harder to compare when users see different layouts. Reproducing a bug also gets harder when you cannot reopen the exact screen the user saw.

How do you control these risks?

Prompts can reduce unwanted behavior, but they cannot enforce which components the system may render or which actions it may allow. Those limits need to be enforced in the architecture around the model.

What parts of a generative interface should remain fixed?

Keep global navigation, account and security controls, primary actions, critical transaction controls, and accessibility-critical structure fixed. Let the model modify only the content and controls that benefit from adaptation.

Fixed navigation preserves familiar interaction patterns. A stable structure also makes accessibility testing, branding, and support more predictable.

How do you stop generative UI from creating broken interfaces?

Do not let the model generate arbitrary UI code. Have it return structured configuration instead. The schema should specify the component, its data, and its position. Validate that output against a closed catalog before rendering it.

The model should not write HTML, CSS, or JavaScript or choose anything outside that catalog. This reduces invalid layouts and unsupported combinations. This is the declarative approach we covered in Part 1.

How should teams test and secure generative UI?

Treat model output as untrusted input. Validate it against the schema and component allowlist, sanitize content, and keep authorization outside the model.

Add content security policies and prompt-injection defenses based on what the model can access and what actions it can trigger. Pay particular attention to user-provided content, privileged actions, sensitive data, and external tools.

Limit valid component combinations, then use visual regression and property-based tests to exercise unexpected inputs and edge cases.

Minimize sensitive data sent to the model. Mask or anonymize it before generation when the task does not require the original values.

How do you monitor a UI that looks different for every user?

Record enough context to reconstruct each generated interface. That includes detected intent, model version, generated configuration, rendered components, task completion, and errors, all tied to the session.

That record lets teams segment analytics by generated experience and reconstruct what a user saw during a specific session.

How do you control latency, cost, and outages?

Cache reusable results where freshness and privacy allow. Show a skeleton layout immediately and stream the rest in. Route simpler requests to smaller or local models, and reserve larger ones for complex requests. Put providers behind the same integration layer so you can switch models or fall back to a static experience during an outage.

What it controls Risks it mitigates
Stable interface shell Keeps navigation, account controls, and primary actions fixed Muscle memory loss, brand drift, accessibility gaps, support friction
Component-based UI Model outputs configuration, not code UI hallucinations, broken layouts, brand inconsistency, testing complexity
Untrusted-input handling Schema validation, allowlists, sanitization, sensitive-data controls Prompt injection, unsafe states, fabricated actions, privacy exposure
Session-level logging Records intent, generated configuration, rendered components, and outcome Fragmented analytics, hard-to-reproduce bugs, support friction
Model routing and fallback Caching, streaming, model routing, provider switching Latency, model cost, provider downtime, difficulty switching providers

What do these controls cost you?

Keeping more of the interface fixed protects consistency but limits personalization. Limiting combinations makes the system easier to test but reduces how much it can vary. Caching lowers cost, but cached output can go stale.

Running models locally can reduce how much sensitive data leaves your infrastructure, but it adds systems your team has to operate and maintain. Detailed session logs can make support easier, but they also create storage, retention, and privacy requirements.

No architecture maximizes flexibility, reliability, privacy, performance, and cost at once. You need to decide which trade-offs matter most for each workflow and design around them.

llms.txt